A Detailed Presentation on the managing conflicts with reference to Organisational Design(Master of Business Administration)

1. A PRESENTATION ON MANAGING
CONFLICTS
A TOPIC FROM
ORGANIZATIONAL DESIGN

2. PRESENTATION
ON
MANAGING CONFLICTS
PRESENTED BY : KURAPATI SAI PRIYANKA
REGD.NO:18491E0015
MBA(QISCET)

3. CONTENTS COVERED UNDER THIS TOPIC
• Introduction to managing conflict
• Definition of conflict
• Nature of managing conflicts
• Types of managing conflicts
• Characteristics of managing conflicts
• Steps to resolve the conflicts
• Conclusion
• References

4. INTRODUCTION TO MANAGING CONFLICTS
 Conflict management is the process of dealing with incompatibilities or dis-agreements arising there from.
 Conflict management is also meant for limiting the negative aspects while increasing the positive aspects.
 The aim of conflict management is to improve learning and including effective performance in an
organizational goals and objectives
 Properly managed conflict can improve group
outcomes
 Conflict is neither good nor bad, depending on
the occurrence of the situations.
 It is in-evitable.
 To manage the Conflict arises in the
organization is termed as conflict management.
 Conflict management is the practice of being ableto identify and handle conflicts sensibly, fairly and
efficiently

5. DEFINITION TO MANAGING CONFLICT
 Conflict management is defined as “the opportunity to improve situations and strengthen
relationships”.
 conflict is in-evitable and unavoidable in our everyday professional and personal lives.

6. NATURE OF MANAGING CONFLICTS
• Conflict occurs when individuals are not able to choose among the available
alternative course of action.
• Conflict between two individuals implies that they have conflict in perception,
values and goals.
• Conflict is a DYNAMIC process as it indicates a series of events.
• Conflict must be PERCEIVED by the parties to it.
• if no one is aware of a conflict,then it is generally agree that no conflict exists
among them.

7. TYPES OF CONFLICT
 ON THE BASIS OF INVOLVEMENT
CONFLICT:
 Conflicts may be intrapersonal,
interpersonal and organizational.
 Organizational conflict are also classified
into two types: intra organizational and
inter organizational conflict.
 Intra conflict means with in the
organization.Inter conflict means without
the organization.
 ON THE BASIS OF SCOPE:
 On the basis of scope conflicts is of 2 types:
substantial and affective conflict.
 A substantive conflict is associated with job,not
an individuals.
 An affective conflict is drawn from the emotions
and feeling of an individual.
AND

8. TYPES OF CONFLICT
On the basis of results:
 Conflicts can be constructive and
destructive .
 Constructive conflicts are also known as
functional conflicts, because they support
to group goals and improving
performance.
 Destructive conflicts are also known as
dis-functional conflict, because it takes
attention away from important activities
and group goals.
On the basis of rights and interests:
 Conflict of right means where people are
granted certain rights by law or by contract
or by previous agreements. These conflicts
are settled by legal decision or arbitration.
 Conflicts of interests means where a
person or group demands certain
privileges, but there is no law or right in
existence. These types of conflicts is
settled through negotiation or collective
bargaining.
AND

9. CHARACTERISTICS OF MANAGING CONFLICTS:-
• The characteristics of the managing conflicts are as follows:
1.Conflict is a process:-
Conflict occurs in ‘layers’. First layer is always misunderstanding. The other layers are differences of
values, opinions,etc. It is also called a process because it begins with one party perceiving the other to
oppose or negatively affect its interests and ends with competing, collaborating, compromising or
avoiding.
2.Conflict is a normal part of life:-
Individuals, groups, and organizations have unlimited needs and different values but limited
resources. Thus, this incompatibility is bound to lead the conflicts. The conflict is not a problem,
but if it is poorly managed then it becomes a problem.
3.Every one is inflected with conflict:-
Conflict may occur within an individual, between two or more individuals, groups or between
organizations.
4.Interdependence and interaction:-
There must be some kind of real or perceived interdependence. Without interdependence there
can be no interaction. Conflict occurs only when some kind of interaction takes place.

10. 7STEPSTORESOLVECONFLICTS:-
1) Address your anger appropriately: Anger is not bad. It is a motivator. This is “Hey, there’s a problem!” A
warning light. So deal with it the right way by responding not reacting.
2) seek understanding NOT victory. Don’t try to always win. Seek understanding.
3) Assume the best. Don’t jump to conclusions; cut people some slack.
4) Learn to share your feelings appropriately. Learn how to share your feelings appropriately. That’s where
the issues are.
5) Speak the truth with kindness.
6) Attack the problem, NOT the person. You can do that if you’re careful, particularly by using “I” statements
not “YOU” statements.
7) Deal with conflict personally. Go to the person. Don’t try to shame people. Don’t talk behind their back or
do it publicly — at least don’t start there.

11. Conclusion to managing conflicts
From the whole topic of managing conflicts , I concluded as follows:
When we manage our conflicts more effectively, we use less energy on the burdensome tasks such as systematic
conflict and get to spend more of our energy on our projects at work and building our relationships.
However conflict can be declined in every situation , if it is effectively managed.
Practicing one’s conflict management skills leads to more successful engagement in conflict with outcomes of
relief, understanding, better communication, and greater productivity for both the individual and the team.

12. REFERENCES:
 Baba, M. L., Gluesing, J., Ratner, H., & Wagner, K. H.
(2004). The contexts of knowing: Natural history of a
globally distributed team. Journal of Organizational
Behavior.
 Kenneth T. W. (1992). Conflict and conflict
management: Reflections and update. Journal of
Organizational Behavior.
 Tanner F., (2000).“Conflict Prevention and Conflict
Resolution: Limits of Multilateralism”, International
Review of the Red Cross.
 Steers, R. M., C. J. Sanchez-Runde, & L. Nardon.
2010. Management across cultures: Challenges and
strategies. Cambridge, UK: Cambridge University
Press